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Developing a winning strategy requires external, industry, and internal assessments. Leaving one of these assessments out could be costly and might result in a flawed strategy dangerous to the organization s future. All the methods

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Ten years from 1982 to 1992, the contribution of intangible assets to market value has risen from 32 percent to 68 percent. As shown in Table 1.1, subsequent studies from multiple sources estimate that since 1998, intangible assets contribution to corporate value is approximately 85 percent.1

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Step-by-Step to Building a Map Summary 11 Identifying Critical Metrics and Key Performance Indicators General Rules for Metrics in Operational Dashboards Interview the Decision Makers Identify Metrics Using Your Map

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Your organization s success may depend upon the validity and the implementation of your Balanced Scorecard. Only a few independent consultants are certified each year through the Balanced Scorecard Collaborative, the educational division of Drs. Kaplan and Norton consulting firm. To learn more about how a certified Balanced Scorecard consultant can help you, call Ron Person at Tor Consulting. (The consultative and facilitative methods described in this book are those developed by the author and have not been certified or vetted by the Palladium Group or the Balanced Scorecard Collaborative.)

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Have you had experience with the Balanced Scorecard before What are your organization s most important strategic objectives How does your division contribute to those objectives Where has your division been most successful What has made your division successful in that objective What is your vision for increasing your success in the next three to five years Do you see large trends or shifts changing your industry Where are the barriers to the organization s success Which competitor is most dangerous over the long term, and why Which metrics do you watch that show success or drive success Are there sets of metrics that you compare when making decisions Is there a metric or an alert you watch that signals a future problem What in the business keeps you awake at night Because I know your time is tight, is there someone in your organization I can talk to if I need additional clarification

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Selecting Strategic Themes is a combination of art and science. My clients and I review their business environment by looking at the PESTEL, 5 Forces, and SWOT. Then we examine their Strategic Destination Statement. The gap between their current state and their future vision is what the Strategic Themes must fill. After reviewing all of this, I guide my clients through a list of 14 Strategic Themes that recur throughout for-profit strategies. At this point the top two Strategic Themes are usually obvious.